With my background within Physics, I was considering some of the key physics principles within the context of leadership. As I did, I started considering Newton’s laws of motion and how they do indeed apply to leadership.
This is therefore a short article exploring the three laws of motion and how they apply within the context of leadership.
Newton’s First Law of Motion
Before we can explore this in the context of leadership, we might want to refresh ourselves with the law itself. The first law is sometimes referred to as the law of inertia:
Every object will remain at rest or in uniform motion, in a straight line, unless acted upon by a force.
In the context of physics, inertia is the tendency of an object to travel in uniform motion, at a constant speed, in a straight line. It is in essence a resistance the object has towards changing its motion. In the context of an organisation, inertia is also applicable. An organisation, left to its own devices will continue under inertia, doing the same things.
This is often unhealthy for an organisation as without an intervention an organisation will end up, through inertia or complacency, being left behind by their competition. A classic example of this is blockbuster.
So, what does it take to affect the inertia of an organisation? To change the state of an organisation, the speed and direction they are moving, a force must be applied. This force can be considered leadership.
Casting a new vision, implementing a change, adding some impetus through growth and development programs, or even making a new hire to inject new talent can all be considered types of force which can be applied through leadership. Each of these when used correctly can trigger growth and result in impacting the productivity (speed) or direction of an organisation.
Strong leadership is required, as all of the types of forces which can be exerted upon an organisation will undoubtedly be met with resistance (either internally or externally). This resistance can impact the rate of change of the inertia of the organisation. These resistive forces can be mitigated through awareness and intervention from the leader.
This is an adaptation of the Pareto principle. When a leader knows where to spend their time and energy, they can exert a force which ensures that their efforts lead to 80% of their team rolling with the change. However, if they spend effort on their resistors, they can fall into the trap of growing this portion and in essence cancel out the positive impact of the force altogether.
Forces can equally be external to the organisation, having a resistive impact which can grind the organisation to a halt. Without strong leadership, the impact of this external resistive force can be catastrophic to an organisation. Consider the impact of the COVID-19 Pandemic; this was a huge resistive force to many organisations, and indeed led to the collapse of many organisations through no fault of their own. However, many organisations survived and some, through strong visionary leadership and adaptability were able to grow and accelerate through the turmoil. Other external forces such as changes in the market, competition, or economic conditions can all impact an organisation’s trajectory.
So What Leaders Should Do?
- Assess the External Force: Leaders must be vigilant and proactive in monitoring the external environment. This means staying informed about industry trends, competitor actions, and changes in customer preferences. By recognising the external force early, leaders can prepare their organisation for the impending change.
- Communicate the Need for Change: Effective communication is key. Leaders should clearly convey the reasons for change and the potential impact of the external force. This helps employees understand the urgency and necessity of change.
- Adapt and Innovate: In response to the external force, leaders should encourage innovation and adaptability within the organisation. This may involve revisiting existing processes, exploring new technologies, and fostering a culture of continuous improvement.
- Set a Clear Vision: Leaders should set a clear vision for the organisation’s future. This vision should be inspiring and provide a direction for growth and success. It gives employees a sense of purpose and a goal to work towards.
- Empower and Support Teams: Leaders should empower their teams to take ownership of the changes. This includes providing the necessary resources, training, and support for employees to adapt to the new circumstances.
- Monitor and Adjust: As the organisation responds to the external force, leaders should continuously monitor progress and adjust strategies as needed. This adaptive approach is crucial for ensuring sustained growth and success.
- Foster a Culture of Learning: Encourage a culture of learning and improvement within the organisation. This will enable the team to stay agile and responsive to future external forces.
By applying these leadership principles in response to external forces affecting an organisation’s inertia, leaders can not only maintain the organisation’s momentum but also potentially increase it, guiding the direction of the organisation toward growth and long-term success.
Newton’s Second Law of Motion
Before we can explore this law in the context of leadership, we might want to refresh ourselves with this particular law itself. The second law is sometimes referred to as the law of acceleration:
The rate of change of the momentum of a body is equal in both magnitude and direction to the force imposed on it.
In the context of physics, momentum is a quantity which describes the tendency of an object to remain in motion in a particular direction. In the context of an organisation, momentum is the collective energy, drive, and progress that propels the organisation forward toward its vision and goals. This analogous property of an organisation is a conceptual idea that represents the organisation’s forward motion and the consistency of that motion.
What properties does this momentum within an organisation possess?
- Direction and Speed: In physics, momentum involves both the direction and speed of an object’s motion. In an organisation, momentum similarly relates to the direction in which the company is heading (towards its vision and goals) and the speed at which it is making progress in that direction.
- Resistance and Inertia: Just as physical objects may encounter resistance and inertia that affect their momentum, organisations can face obstacles, challenges, and internal resistance that may hinder or slow their progress. The more inertia the organisation has for example, the harder it is to gain or change the momentum of the organisation. Effective leadership and strategy are necessary to overcome these barriers.
- Conservation: In physics, momentum is conserved in the absence of external forces. In organisations, maintaining momentum often requires a degree of consistency and persistence in pursuing the vision, despite internal and external fluctuations.
- Acceleration: In both physics and organisations, accelerating momentum implies an increase in its rate of change. In an organisational context, this might involve rapid growth, innovation, or transformative changes to achieve the vision.
- Overcoming Resistance: Resistance in physics can slow down or impede momentum. In organisations, friction can represent internal conflicts or inefficient processes that need to be addressed to maintain forward motion.
Effective leadership and strategic decision-making are crucial for sustaining and enhancing organisational momentum. Leaders are responsible for setting the direction and providing the impetus to keep the organisation moving forward. To gauge organisational momentum, you need key performance indicators (KPIs) and metrics.
Within this law then, there is something fundamental; effort applied in the right direction can be both necessary and rewarding as it increases the momentum in the right direction and once it gets going it is infectious and it keeps going until a resistive force or another external force is applied.
If you are to increase the rate at which this momentum increases, the forces which you as the leader applies to the organisation in the form of leadership must be greater than any resistive forces which may be encountered.
Newton’s Third Law of Motion
Before we can explore this law in the context of leadership, we might want to refresh ourselves with this particular law itself. The third law is sometimes referred to as the law of action and reaction:
When two bodies interact, they apply forces to one another that are equal in magnitude and opposite in direction.
In the context of physics the action and reaction are both forces, and must be of the same type and exerted by each body on the other. A classic example is the gravitational attraction exerted on the Moon by the Earth matched by the equal and opposite gravitational attraction exerted on the Earth by the Moon (which causes the tides). In the context of an organisation the “action” represents the leader’s actions, decisions, and leadership style, while the “reaction” corresponds to the responses and behaviours of the followers or employees within the organisation.
In essence we can consider the following universal truths which arise from this:
- Followers can only be what they see, hear and feel from the leader (results from the Pygmalion effect).
- The potential of the organisation is capped by the potential of the leaders and leadership in place.
- The culture in the organisation is a direct result of the effect of the leaders and leadership in place.
- Leaders reap what they sow; positive improvements and changes can only be seen through strong, positive leadership.
What are the implications of this law?
- Some examples of Leadership Actions:
Decision-Making: A leader makes a decision or takes a specific action related to the organisation’s direction, strategy, or policies.
Communication: Leaders communicate their vision, goals, and expectations to the team.
Motivation: Leaders inspire and motivate employees through various means, such as incentives, recognition, or team-building activities.
Guidance and Direction: Leaders provide guidance and direction on how to achieve organisational objectives.
- Some examples of Followers’ Reactions:
Acceptance or Resistance: Depending on the nature of the leader’s actions, followers may respond with acceptance and alignment with the leader’s vision or resistance due to disagreement or concerns.
Engagement or Disengagement: Positive leadership actions may lead to increased engagement, while negative actions may result in disengagement.
Productivity and Performance: Followers’ reactions to leadership can impact their productivity and performance. Positive leadership actions can lead to increased productivity, while negative actions may result in a decline.
Team Dynamics: Leadership actions can influence team dynamics, including collaboration, cooperation, or conflicts among team members.
Just as Newton’s third law implies a balance between action and reaction forces, effective leadership involves a delicate balance between the leader’s actions and the followers’ reactions. A leader’s actions and the followers’ reactions should ideally align to achieve organisational goals and maintain a healthy working environment.
The concept of action and reaction in leadership highlights the importance of a feedback loop. Leaders should be attuned to the reactions of their team and adjust their actions and decisions based on this feedback to maintain equilibrium.
Over time, the cumulative impact of leadership actions and follower reactions can shape the organisation’s culture. Positive leadership actions and favourable reactions can lead to a healthy, productive culture, while negative actions and reactions can have adverse effects.
Summary:
Let’s summarise how Newton’s three laws of motion can be applied to leadership in an organisational context and extract key steps for effective leadership.
- Newton’s First Law of Leadership (Law of Inertia):
An organisation will remain in their current state unless they experience strong leadership or an external force.
External forces and strong leadership actions will bring about change; this can be either positive or negative in the context of the organisation.
Key Takeaway: Leaders must be proactive and vigilant, monitoring external forces and guiding the organization to adapt and grow.
- Newton’s Second Law of Leadership (Law of Acceleration):
The force acting on an organisation directly results in the rate of change of organisational momentum.
Leadership actions and decisions, as well as external forces, drive the organisation’s acceleration or growth. The strength of the force (leadership) applied determines the organisation’s resulting direction and speed.
Key Takeaway: Leaders should make well-informed decisions and take actions that align with the organisation’s vision and desired acceleration.
- Newton’s Third Law of Leadership (Action and Reaction):
For every leadership action, there is an equal and opposite follower reaction.
Leadership actions trigger reactions among followers within the organisation, effective leadership balances these responses to ensure both succuss and growth.
Key Takeaway: Leaders should be attuned to the reactions of their team, seek alignment, and maintain equilibrium to foster a productive and harmonious work environment.
Key Steps for Effective Leadership:
- Continuous Monitoring: Regularly monitor the external environment for changes, market trends, and emerging forces that might impact the organisation. Stay informed and be prepared to adapt.
- Strategic Decision-Making: Make informed, strategic decisions that align with the organisation’s vision and goals. Consider the potential consequences of each decision on the organisation’s trajectory.
- Engagement and Motivation: Inspire and motivate your team. Encourage engagement and alignment with the organisation’s mission and values. Recognise and reward contributions.
- Effective Communication: Clearly communicate your vision, goals, and expectations to your team. Encourage open and transparent communication to foster understanding and collaboration.
- Feedback and Adaptation: Create a feedback loop to listen to and understand your team’s reactions. Be willing to adapt your leadership style and actions in response to feedback to maintain a balanced and productive work environment.
These key steps encapsulate the principles derived from applying Newton’s laws to leadership. Effective leadership involves proactive monitoring, strategic decision-making, motivating and engaging the team, clear communication, and a keen awareness of the organisation’s reactions to leadership actions.
By implementing these steps, leaders can navigate the challenges and opportunities of leading an organisation toward success and growth.
Christopher Waters
Founder of LAMDA Solutions
For information about how LAMDA Solutions can help you on this journey, please get in contact with us, or explore more about the LAMDA Way and our L-E-A-D-E-R Process.